Sasol Sustainability Report 2023 - Book - Page 35
INTRODUCTION
SUSTAINABILITY PERFORMANCE AGAINST OUR FOCUS AREAS
GROWING SHARED VALUE 3 SASOL IN SOCIETY
DATA AND ASSURANCE
ANNEXURES
GROWING SHARED VALUE // Sasol in Society // Centre for shared value management
OUR COMMITMENT //
We see ourselves as a force for good and our shared
value partnership approach is core to contributing to
UN Sustainable Development Goal 17 and to the role
we play in our communities.
OUR GROUP APPROACH
We regard creating shared value as an enabler of our
Purpose and strategy. It contributes to strengthening
relationships with stakeholders and regulators, which is
one of Sasol’s material matters. Our Centre for Shared Value
Management (CSVM) helps us to realise our shared value
aspirations by:
Attracting and galvanising partners to leverage
funding and execute sustainable socio-economic value
programmes for our fenceline communities; and
Serving as the single point of contact for the integration
and coordination of Sasol’s group-wide just transition
initiatives as we progress on our decarbonisation journey.
Facilitating the creation of socio-economic value for the
Sasol ecosystem by leveraging partnering opportunities
and collaborating with stakeholders;
PERFORMANCE
The changing energy landscape in South Africa affects not only
the business but also stakeholders such as employees. The Ntsika
entrepreneur development programme is an indicator of our
commitment to the just transition process. We have also
established the just transition office to facilitate effective
communication, collaboration and decision-making associated
with this process.
The CSVM within the Just Transition Office leverages existing plans
and programmes to identify 8no-regret9 opportunities; achieve
economies of scale; and create greater value than the individual
just transition programmes alone could deliver.
To address the potential negative impacts on jobs of our
decarbonisation pathways, the CSVM determined several levers
Sasol (and other stakeholders) can use. By examining
interventions used in mine closures and reviewing the actions
of our peers, we identified five main categories of levers.
These levers show promise in terms of impact, scalability and
applicability and include:
" Facilitating job creation (internal and external);
" Facilitating access to jobs (e.g. career concierge services);
" Upskill and re-skill individuals to take on new job opportunities;
" Exploring financial support mechanisms; and
" Providing well being support.
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Ahead of defining more specific levers, the intention is to identify the
most suitable employment sectors and skillsets required to mitigate
the impact on our people. Once developed, we can then identify the
exact levers that will need to be pulled.
Sasol recognises the importance of localisation and economic
diversification to South Africa9s economic growth and energy
transition. Partnering with our stakeholders is vital for the
achievement of a just and equitable transition, particularly so,
given the complexity of the challenge in South Africa. A collaborative
approach is warranted to achieve economies of scale needed for
meaningful impact. Available funding, skills and capacity within other
companies and the public sector to address these challenges are
amplified when we collaborate to realise impact beyond the means
of the individual participants.
To date, we are leveraging partnerships with Impact Catalyst and
business formations, government agencies and structures, state
owned enterprises and other companies in the private sector.
Together, we can create a more resilient and inclusive society that
embraces, enables and empowers the vulnerable. We are also
engaging directly with various other players in the sector and
leveraging our membership of industry associations to foster sectoral
alignment and identify cross-cutting opportunities for collaboration.
WWW
For more information, refer to www.sasol.com
